continuous improvement · contribute to, the social and economic development of the region. what we...

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Adopted February 6, 2015

Saginaw Valley State University

College of Business & Management

Strategic Plan 2014 – 2020

Continuous Improvement

in the context of

CBM Mission and 2013 AACSB International Business

Accreditation Standards

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Table of Contents

Page No.

Introduction

……………………………………………………………………………………………….

3

Who We Are

……………………………………………………………………………………………….

4

What We Do

……………………………………………………………………………………………….

4

CBM Mission and Goals

……………………………………………………………………………….

5

Highlights of CBM

Portfolio………………………………………………………………………….

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Vision Goal 2014 – 2020

………………………………………………………………………………

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Strategic Theme Goals

…………………………………………………………………………………

8

Strategies, Tactics and Sample Metrics

...………………..……………………………………...

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Appendix 1 – Strategic Planning Process

………………………………………………………

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Appendix 2 – Members of SPC 2014 – 2015

…………………………………………………

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Introduction This Strategic Plan outlines the steps in our journey towards being recognized as one of the

best Midwestern business schools, providing a high quality, distinctive business education

through a highly engaged faculty and staff, building student success through experiential

learning, conducting research, and offering business expertise to the region. We know that

the transition from “good” to “great” will not be easy or seamless and we are committed to

the realization of our mission and vision goal.

The plan articulates the direction that the major CBM stakeholders have charted for the

College. While, as with any collective process, we may not all agree on every single point

presented, the plan represents our best attempts at building consensus on the College’s

strategic direction and priorities.

The foundation of this plan is the mission of SVSU and the CBM which set the stage for our

Vision Goal which describes what the CBM will become in the future. Subsequently, the

plan outlines five Strategic Themes, which will guide our prioritization of strategies,

initiatives and resources going forward. Under each strategic theme is an organizational

goal which articulates more specific outcomes we intend to achieve. Next, we present

specific strategies and tactics that will be implemented to facilitate the realization of each

strategic theme goal and the vision goal. This is followed by the identification of sample

metrics that can be used to monitor our progress toward the vision goal.

To provide context to the Strategic Plan we provide a brief overview of the CBM and our

differentiators, and a description of the process that generated the plan.

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Who We Are The CBM’s undergraduate program was started in 1963 and our MBA program was started

in 1977. The College received initial accreditation from AACSB-International in 2003 and

our accreditation was reaffirmed in 2013. The College currently has approximately 35 full-

time faculty and staff and offers programs leading to the Master of Business Administration

(M.B.A.), the Bachelor of Business Administration (B.B.A.), the Bachelor of Professional

Accountancy (B.P.A.) and the Bachelor of Arts (B.A.) in economics. Students pursuing the

B.B.A. program can major in accounting, economics, finance, international business,

management, supply chain management, marketing, and general business. The College also

offers minors in accounting, finance, economics, management, marketing, and

entrepreneurship. In addition students can choose a major in Management with a

concentration in Family Business Management. Additionally, the CBM offers certificate

programs in Entrepreneurship and International Business.

The CBM is integrated into the Great Lakes Bay Region to provide a relevant, dynamic, and

engaging learning environment for students, faculty and staff, and to participate in, and

contribute to, the social and economic development of the region.

What We Do The CBM provides students with opportunities to develop personally and professionally by

offering academic and co-curricular programs that provide a foundation of business

knowledge and skills enabling them to competitively explore career opportunities. As a

result of the total SVSU experience, students gain a better appreciation of the arts,

literature and sciences; have a better sense of history and the workings of the social,

political and legal institutions that form their environment; have a more global perspective

and are better equipped to be responsible and engaged citizens. Graduates of CBM degree

programs will be prepared to contribute to the economic vitality of the community by

finding employment in their chosen field of study, and will be well prepared to enter a

graduate degree program of their choice.

People - students, faculty, staff, administrators, alumni, and community members - are our

primary asset and are at the heart of what we do.

Our students are active within the CBM, SVSU and wider community and seek out and appreciate opportunities to develop relationships with faculty, staff and community stakeholders

Our faculty are dedicated, accomplished teachers and researchers committed to student learning and the development of the Great Lakes Bay Region

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Our knowledgeable and experienced staff are committed to our mission and work creatively to provide services and support to students, faculty, administrators and the external community

Our administrators are committed to providing leadership, expertise, resources, and support for all initiatives and to maintaining open and transparent relationships with CBM’s stakeholders as the College strives to achieve its mission of providing education, research, and service to the region

Our alumni are developing their careers and championing the CBM story/message as they engage in their workplaces and communities

Our community members generously provide us with the resources and support needed to advance our mission

CBM Mission and Goals The College of Business & Management provides students a distinctive business education by

integrating academic and experiential learning while challenging students to improve their

capacity as professionals, leaders, and entrepreneurs in a dynamic and global environment.

We are committed to:

Delivering relevant, interactive, and experiential business education with high academic

standards

Mentoring and providing students with personal attention

Continuously improving faculty intellectual capital through the production of applied

and pedagogical research

Promoting and developing an understanding of the effective management of ethical

issues, social responsibility, and diversity

Serving as a regional resource for economic development.

The mission and goals of the CBM align well with the mission of Saginaw Valley State

University (SVSU) to:

“… create(s) opportunities for individuals to achieve intellectual and personal development

through academic, professional, and cultural programs. By fostering an environment of

inquiry and openness that respects the diversity of all whom it serves, the University prepares

graduates whose leadership and expertise contribute to the advancement of a pluralistic

society. The University serves as a cultural and intellectual center dedicated to the pursuit and

propagation of knowledge.”

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Highlighting the CBM Portfolio The College of Business and Management provides a unique portfolio of attributes that

informs and motivates our strategies and tactics.

1. The College offers superior value by providing an AACSB accredited, comprehensive,

interactive and experiential education with a strong business core and the flexibility for

students to develop expertise in selective niches.

2. The College develops strong, competitive leadership programs for students at all stages of their

undergraduate experience.

3. The College offers students opportunities to balance their educational, professional and

personal life commitments by providing flexible course schedules (day and evening) and

various delivery formats (face-to-face, hybrid, and online).

4. The College is recognized for attending to individual student needs by offering small interactive

classes taught by diverse, qualified and experienced faculty in excellent facilities.

5. The College provides flexible, affordable, business-focused study abroad opportunities for its

students.

6. The College offers numerous clubs, networking events, distinguished speakers series, and other

opportunities for students to engage in co-curricular activities.

7. The College maintains strong relationships with the business community through the Stevens

Center for Family Business (SCFB), CBM Advisory Board, Center for Business and Economic

Development, regional Chambers of Commerce, and the SVSU Foundation.

8. The College is one of the few business schools that houses an endowed Center for Family

Business, the Stevens Center for Family Business (SCFB). The Center provides resources and

support for the unique needs of family owned businesses. Combined with the concentration in

Family Business Management and endowment supported family business research grants for

faculty, the SCFB provides unique opportunities in family business for students, faculty and

family businesses.

In the MBA program, we have two additional differentiators:

1. Sensible and streamlined pre-requisites which make it easier for non-business undergraduates

to complete an MBA in a timely manner.

2. High levels of personal attention with rolling admissions, advanced course registration, and

predictable schedules.

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Vision Goal 2014-2020

By 2020 the CBM will be recognized as one of the best Midwestern business schools, providing

a high quality, distinctive business education through a highly engaged faculty and staff,

building students success through experiential learning, conducting research, and offering

business expertise to the region.

To achieve the vision goal the CBM will focus on five strategic themes – curriculum and programs, student success, business and community engagement, workplace culture and marketing.

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Strategic Theme Goals Curriculum & Programs

CBM will provide high quality academic and co-curricular programs and experiences for

students.

Student Success

Students graduating from the CBM will use their education to (1) find employment in their

chosen field or enter a graduate degree program of their choice, and (2) leverage their

continued personal and professional growth.

Business and Community Engagement

CBM will increase our direct involvement with the businesses, the community, and alumni for

the mutual benefit of all parties.

Workplace Culture

CBM will attract, support and recognize high quality faculty and staff.

Marketing

CBM will increase its share of undergraduate and graduate student enrollment relative to our competitive and peer institutions by focusing attention on our differentiable attributes (e.g., experiential learning, specialty programs, employment opportunities for students and graduates)

The following strategies will be implemented to advance the strategic theme goals.

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STRATEGIC MATRIX – STUDENT SUCCESS

Strategic Objectives Strategies Tactics Sample Metrics

Stu

de

nt

Su

cce

ss

Students graduating from the CBM will use their education to (1) find employment in their chosen field or enter a graduate degree program of their choice, and (2) leverage their continued personal and professional growth

Coordinating curriculum, co-curricular and extra-curricular activities to improve students’ likelihood of meaningful employment their chosen field and or graduate education

Improve CBM Placement Infrastructure

- Graduation rates - Retention - Job placements - Career satisfaction - Assurance of learning metrics

Analyze job placement

Formalize internship program both credit & noncredit

Enhance our Assurance of Learning process

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STRATEGIC MATRIX – CURRICULUM & PROGRAMS Strategic

Objectives Strategies Tactics Sample Metrics

Cu

rric

ulu

m &

Pro

gra

ms CBM will

provide high quality academic and co-curricular programs and experiences for students.

Develop and deliver programs built around a strong business core, which ensure that all CBM graduates have the skills and abilities needed for personal and professional success. Maintain an appropriate range of program choices within the GLBA by developing (and delivering) new offering where there is identified demand and removing or adapting programs as / when they cease to meet market requirements

Expand technology-oriented curriculum programs Change in CBM share of freshmen and transfer students and upper-level enrollment

Number of students finding jobs in career of choice at graduation and within 6, 12, 24 etc. months of graduation

Number of students completing research activities or publications

Number of students completing co-curricular and extra-curricular activities

Number of students accepted in graduate programs

Number of students passing professional examinations

Student perceptions about various dimensions program quality

Number of courses offered through alternate delivery

Number of students enrolled in Family Business concentration

Number of students enrolled in Supply Chain major

Number / percent of faculty trained to teach hybrid/online courses

Number / percent of international MBA students completing experience with local business

Number / percent of students at least meeting CBM’s AoL goals

Number of new programs created / considered

Expand CBM Clubs & co-curricular activities to

enhance student experiences & networking (this

might involve initiatives with SVSU Resident

Student Organizations, professional organizations

such as MICPA and APICS – Association of

Operations Professionals and other students

groups – e.g., Family Business Club)

Provide more flexible delivery of programs including by expand online offerings Integrate new technologies, and teaching approaches including those based on new technologies, into programs where appropriate to increase access and fully engage students in their learning Make program choices (i.e., development, deletions, modifications) based on a systematic analysis of external (e.g., review of requirements for professional and other certification credentials, Interviews with employers and graduates (1 -5 years, 6 or more years)) internal factors.

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STRATEGIC MATRIX - BUSINESS AND COMMUNITY ENGAGEMENT

Strategic Objectives

Strategies Tactics Sample Metrics

Bu

sin

ess

and

Co

mm

un

ity

En

gag

emen

t

CBM will increase our direct involvement with businesses, the community, and alumni for the mutual benefit of all parties.

Develop a database designed to identify and enhance the CBM’s business and/or community engagement. (Other strategies are expected follow from that presented here.)

Collect and record CBM engagement activities in a dataset that is accessible to the CBM (This will include looking at what data is already available from Community Engagement & Integrated Learning Office and AACSB reporting, and reviewing of Carnegie Community Engagement criteria)

- Identify the types and numbers of engagement occurring within the CBM

- Identify individuals (faculty and staff) engaging with the community and business as resources for engagement

- Identify our engagement partners (both number and diversity)

Analyze the dataset. Probe for strengths, opportunities, and potential resources.(This will include setting benchmarks)

Share the dataset (and findings) to improve and enhance existing and potential engagement

Based upon the outcomes of the database strategy,

we will develop new strategies centered around (1)

promoting and broadening the scope of the Family

Business program, (2) formalizing professional

development/consulting program in conjunction

with CBED, (3) working collaboratively with other

colleges in executing strategies related to

connecting with business/community, (4) investing

in alumni, business and community relations,

facilitating entrepreneurship and entrepreneurial

initiatives

These will be developed after the

strategies are finalized

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STRATEGIC MATRIX – WORKPLACE CULTURE


Wo

rkp

lace

Cu

ltu

re

CBM will attract, support and recognize high quality faculty and staff.

Design a welcoming, collaborative, appropriately demanding, and productivity-conducive environment that values the inputs of all its constituents with clear communication channels between all CBM segments.

Identify and promote social and professional interactions for faculty and staff

- Attendance at and number of events

- Adjunct qualifications and turnover

- Research statistics - Baseline and change in CBM

climate indicators based on results of survey of adjuncts, faculty, and staff

- Appropriate teaching and service metrics

Identify approaches that foster collaborative research and scholarly and outreach activities

Identify and provide needed resources for adjuncts

Identify and improve channels of communication within the CBM.

Coordinate CBM workplace culture efforts with university-wide initiatives

Survey adjuncts, faculty, and staff annually to identify communication (or other) concerns

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STRATEGIC MATRIX – MARKETING


Ma

rke

tin

g

CBM will increase its share of undergraduate and graduate student enrollment relative to our competitive and peer institutions by focusing attention on our differentiable attributes (e.g., experiential learning, specialty programs, employment opportunities for students and graduates)

CBM will position and brand our programs and college to targeted constituencies so as to raise the awareness and positive perception of the College among (prospective) students and their families, alumni, and the business community.

Create and implement a coordinated multi-year branding campaign in cooperation with UCOMM to our external constituents.

Identify specific constituents and their goals; prioritize external constituents; Establish baseline metrics for each constituent group;

Develop a proposal to secure a gift to name the CBM as a means to improve our brand reputation and program resources

Development of a plan; approval by University;

Maintain AACSB accreditation and continue to use in our branding efforts

(Per separate document)

Developed targeted marketing approaches to specific CBM majors and programs, e.g., supply chain management, international business, family business

Expand CBM advisory board regionally and statewide Add 10% new members from outside the GLB region within 18 months

Identify and establish new internal and external partnerships that potentially influence reputation and enrollment, e.g. DECA, Jr Achievement, international partner schools, high school teachers and counselors

Develop a baseline of enrollment from targeted partner organizations; Develop 2 marketing partnerships with high school organizations

Optimize promotional materials for mobile platforms, social media, and other channels consistent with our customer mix

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Appendix 1 - Strategic Planning Process

In order to achieve the College’s mission, the Dean and the Strategic Planning Committee (SPC) led the College in a

collaborative, inclusive and transparent strategic planning process during the Fall 2013 – Winter 2015 period with initial

guidance from Mrs. Mary Jane Brukardt, our external strategic planning consultant. The process began with a visioning retreat

on November 1, 2013. The faculty and staff of the CBM, members of its Advisory Board, members of the CBM alumni, members

of the Student Advisory Council, and other students participated in a planning retreat on November 1, 2013 where we

reviewed the mission and vision for the CBM, reviewed stakeholders’ perception about the CBM, assessed our progress

towards our mission and goals and conducted a preliminary analysis of the strengths, weaknesses, opportunities and threats

facing the CBM. The retreat culminated with the reaffirmation of the CBM mission and goals, the identification of five areas

(themes) for strategic focus, and the formation of taskforces to conduct detailed SWOT analyses in each focus area.

The taskforces presented their preliminary findings at a College meeting on February 28, 2014. Then, based on the feedback

received and connections identified across the various themes, they completed the SWOT analyses in early March 2014.

During the second strategic planning retreat on March 14, 2014, CBM faculty and staff discussed the findings of the SWOT

analyses, developed a “mountaintop” goal and identified and prioritized strategies that will support the mountaintop goal.

The members of the SPC met (face-to-face and online) periodically during March – May 2014 to refine the mountaintop

(strategic) goal, develop goals for the strategic themes, refine the prioritization of strategies developed during the March 14

retreat, and agree on the format of the strategic plan.

The plan was drafted by the Dean’s Office for communication to CBM faculty, staff and other stakeholders. It was circulated to

all members of the CBM following the College meeting on August 21, 2014. Then following discussions and revisions at several

meeting of the Strategic Planning Committee it was agreed for presentation at the College meeting on October 3, 2014 for

adoption. Following extensive discussion, the College adopted the Vision Goal, Highlights of CBM Portfolio, and Strategic

Theme Goals (with minor modifications), and asked the SPC to continue work on the strategies, tactics, and other aspects of

the strategic plan. During the period October 2014 – February 3, 2015 the members of the SPC met weekly/fortnightly to

develop the strategic matrices included in the February 6, 2015 version of the Draft CBM Strategic Plan which was adopted by

the College with minor modifications.

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APPENDIX 2—Members of Strategic Planning Committee

Period

Anthony Bowrin – Associate Dean Chair 2013 - 2015

Mark McCartney – Chair, Department of Accounting, Law and Finance Member 2013 -2015

Deborah Bishop – Chair, Department of Management and Marketing Member 2013 -2015

Christopher Surfield – Chair, Department of Economics Member 2013 -2014

Kaustav Misra – Chair, Department of Economics Member 2014 -2015

Stacie Krupp – Assistant Professor of Accounting & Chair, AoL Committee Member 2013 -2015

Lawrence Kickham – Professor of Accounting Member 2013 -2015

Kylie (Goggins) Jaber – Assistant Professor of Economics & Chair, Undergraduate Programs Committee Member 2013 -2015

George Puia – Dow Chemical Company Centennial Chair in Global Business Member 2013 -2015

Joseph Ofori-Dankwa – Harvey Randall Wickes Chair in International Studies Member 2013 -2015

Rejeana Heinrich – Associate Director Stevens Center for Family Business Member 2013 -2015

Amy Hendrickson – Assistant Professor of Law Member 2013 -2014

Danilo Sirias – Professor of Management Member 2013 -2015

Dominic Monastiere – Executive in Residence Member 2013 -2015

Mazen Jaber – Assistant Professor of Marketing & Chair, Graduate Committee Member 2013 -2015

Hong Park – Professor of Economics Member 2014 -2015

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